Managers and empowered people... Managers and empowered people...

Attraction of employees vs Expectation of beingAttraction of employees vs Expectation of beingas empowered learners in controlas empowered learners in control ……………….Manager’s security………...Manager’s security………..

Wish to avoid hostility vs Attraction of Wish to avoid hostility vs Attraction of and blame becoming empoweredand blame becoming empowered

……………….Employee’s security………..Employee’s security……….

Three management roles for Three management roles for empowerment: empowerment:

Fully utilise current capabilities Fully utilise current capabilities

Coach to develop potentialCoach to develop potential

Become a visionary enabler of future Become a visionary enabler of future

talenttalent

Source: John NichollsSource: John Nicholls

Benefits of empowermentBenefits of empowerment

Less risk aversionLess risk aversion

More flexibility, creativity, innovationMore flexibility, creativity, innovation

Better rapport with colleagues and Better rapport with colleagues and customers customers

Managers freed up to do other thingsManagers freed up to do other things

Four factors that ensure empowered Four factors that ensure empowered people’s behaviour is self-determinedpeople’s behaviour is self-determined

ChoiceChoice The opportunity to feel you select task activities that makeThe opportunity to feel you select task activities that makesense to you and to perform them in that seem appropriate.sense to you and to perform them in that seem appropriate.

CompetenceCompetence The accomplishment you feel in skilfully performing taskThe accomplishment you feel in skilfully performing taskactivities you have chosen.activities you have chosen.MeaningfulnessMeaningfulnessThe opportunity you feel to pursue a task that is worth yourThe opportunity you feel to pursue a task that is worth yourtime and energy.time and energy.ProgressProgressThe accomplishment you feel in achieving the task purpose.The accomplishment you feel in achieving the task purpose.

Source: Applebaum and HoneggarSource: Applebaum and Honeggar

Fairness

An empowerment Model

LowLow

High

HighBelief

Associated Enlightened

MiserFraudulent

Four components of Four components of empowermentempowerment

ChoiceChoice

CompetenceCompetence

MeaningfulnessMeaningfulness

ImpactImpact

Source: Thomas and VelthouseSource: Thomas and Velthouse

Empowerment leversEmpowerment levers

Clear vision and challengeClear vision and challenge

Openness and teamworkOpenness and teamwork

Discipline and control Discipline and control

Support and a sense of securitySupport and a sense of security

Source: Applebaum, Hebert and LerouxSource: Applebaum, Hebert and Leroux

The pros and cons of empowerment:The pros and cons of empowerment:

Pros: Pros:

Quicker responses to customer needs during service deliveryQuicker responses to customer needs during service delivery

Quicker responses to dissatisfied customers during service recoveryQuicker responses to dissatisfied customers during service recovery

Empowered employees can be a great source of service ideas, and Empowered employees can be a great source of service ideas, and word-of-mouth advertising and customer retentionword-of-mouth advertising and customer retention

Employees feel better about their jobs and themselvesEmployees feel better about their jobs and themselves

Clutterbuck and KernaghanClutterbuck and Kernaghan

The pros and cons of empowerment:The pros and cons of empowerment:

Cons: Cons:

Empowered staff generally need more Empowered staff generally need more development than those who follow strict proceduresdevelopment than those who follow strict procedures

Empowered staff cost more to employEmpowered staff cost more to employ

Empowered staff may provide slower, or moreEmpowered staff may provide slower, or moreinconsistent service deliveryinconsistent service delivery

Empowered staff may violate customers’ perceptionsEmpowered staff may violate customers’ perceptionsof fair playof fair play

Clutterbuck and KernaghanClutterbuck and Kernaghan

Four types of empowerment:Four types of empowerment:

Empowerment through:Empowerment through:

ParticipationParticipation

InvolvementInvolvement

CommitmentCommitment

DelayeringDelayering

Source: Ashness and LashleySource: Ashness and Lashley

Four myths that hinder Four myths that hinder empowermentempowerment

We shouldn’t trust the customerWe shouldn’t trust the customer

We can’t trust front-line employeesWe can’t trust front-line employees Empowerment diminishes the role of line managementEmpowerment diminishes the role of line management

Make a mistake or wrong decision and you’re in big trouble, Make a mistake or wrong decision and you’re in big trouble, so best to play safeso best to play safe

Source: John TscholSource: John Tschol

Source: Butz & GoodsteinSource: Butz & Goodstein

To To feel feel empowered we need to:empowered we need to:

Find meaning in daily tasksFind meaning in daily tasks

Feel a sense of securityFeel a sense of security

Have a sense of corporate spiritHave a sense of corporate spirit

Possess a feeling that work is funPossess a feeling that work is fun

Source: ErstadSource: Erstad

An empowered person has...An empowered person has...

Control over how the job is doneControl over how the job is done

Awareness of their work contextAwareness of their work context

Accountability for quality of work outputAccountability for quality of work output

Shared responsibility for unit performanceShared responsibility for unit performance

Equity in rewards based on individual and Equity in rewards based on individual and collective performancecollective performance

Empowered people need:Empowered people need:

A share in successA share in success

Accountability for resultsAccountability for results

A sense of organisational belongingA sense of organisational belonging

Confidence in their management & leadershipConfidence in their management & leadership

A sense of excitement in the jobA sense of excitement in the job

Source: John NichollsSource: John Nicholls

Facets of empowerment:Facets of empowerment:

Service product complexityService product complexity

Customer needs complexityCustomer needs complexity

Importance of speed of serviceImportance of speed of service

CustomisationCustomisation

Importance of service qualityImportance of service quality

Source: Rafiq and AhmedSource: Rafiq and Ahmed

Five things we look for in Five things we look for in empowering leadersempowering leaders

UrgencyUrgency

AgreeablenessAgreeableness

ConcientiousnessConcientiousness

Emotional stabilityEmotional stability

IntellectIntellect

Source: Hogan and HornerSource: Hogan and Horner

Five barriers to empowermentFive barriers to empowerment

ValuesValues

AttitudesAttitudes

BehavioursBehaviours

ActionsActions

FeelingsFeelings

Source: Max HandSource: Max Hand

Five things empowered people seekFive things empowered people seek

A chance to be tested, to make it on their ownA chance to be tested, to make it on their own

A chance to take part in a social experimentA chance to take part in a social experiment

A chance to do something wellA chance to do something well

A chance to do something worthwhileA chance to do something worthwhile

A chance to change the way things areA chance to change the way things are

Source: David BerklowSource: David Berklow

Six things empowered people wantSix things empowered people wantDoing something that makes them feel goodDoing something that makes them feel good

Accomplishing something worthwhileAccomplishing something worthwhile

Learning new skillsLearning new skills

Opportunity to use and develop the new skillsOpportunity to use and develop the new skills

Freedom to do their job to their own high standardsFreedom to do their job to their own high standards

A chance to do the things they do bestA chance to do the things they do best

Source: Lawler and RenwickSource: Lawler and Renwick

Six signs of an empowered personSix signs of an empowered person

Accepts and welcomes responsibilityAccepts and welcomes responsibility

Wants more responsibility and accountabilityWants more responsibility and accountability

Sees responsibility as a challengeSees responsibility as a challenge

Does not see responsibility as something imposed Does not see responsibility as something imposed as a painful dutyas a painful dutySees responsibility as a free choiceSees responsibility as a free choiceSees responsibility as an opportunity for further Sees responsibility as an opportunity for further personal developmentpersonal development

Source: Claus MollerSource: Claus Moller

Six roles for the Six roles for the empowering managerempowering manager

Articulator of visionArticulator of vision

Goal definerGoal definer

Creator of challengeCreator of challenge

Developer of talentDeveloper of talent

Resource obtainerResource obtainer

LeaderLeader

Source: Clutterbuck and KernaghanSource: Clutterbuck and Kernaghan

The The MORALEMORALE model of model of empowermentempowerment

MM entoringentoring OO wnershipwnership RR esponsibilityesponsibility AA ssessmentssessment LL earningearning EE mpowermentmpowermentSource: Newton and WilkinsonSource: Newton and Wilkinson

What gets in the way of What gets in the way of empowerment?empowerment?

The threat to valuesThe threat to values

The threat to managersThe threat to managers

Fear of repercussionsFear of repercussions

Organisational structuresOrganisational structures

Management distrust and cold feetManagement distrust and cold feet

Lack of time and resourcesLack of time and resources

Source: Max HandSource: Max Hand

Source: Hogan and HornerSource: Hogan and Horner

Empowerment: the old ways and the newEmpowerment: the old ways and the new

Traditional approach vs Empowered approachTraditional approach vs Empowered approach

Control vs Freedom to actControl vs Freedom to act

Hierarchy vs DemocracyHierarchy vs Democracy

Paternalistic vs EntrepreneurialPaternalistic vs Entrepreneurial

Rigidity vs FlexibilityRigidity vs Flexibility

Internal focus vs Customer focusInternal focus vs Customer focus

Source: Sarah CookSource: Sarah Cook

Six things empowered people achieveSix things empowered people achieve

Doing something that makes them feel good aboutDoing something that makes them feel good aboutthemselves themselves

A chance to accomplish something worthwhileA chance to accomplish something worthwhile

The opportunity to learn new skillsThe opportunity to learn new skills

The chance to gain knowledgeThe chance to gain knowledge

The freedom you need to do your job wellThe freedom you need to do your job well

The chance to focus on the things you do bestThe chance to focus on the things you do best

Lawler and Renwick Lawler and Renwick

Six organisational encouragers of Six organisational encouragers of empowermentempowerment

Agreed two way communicationAgreed two way communication

A willingness to take risksA willingness to take risks

Acceptance of creative mistakes without penaltyAcceptance of creative mistakes without penalty

Reason rather than rulesReason rather than rules

Will and courageWill and courage

A long term commitment to successA long term commitment to success

Real investment in competence developmentReal investment in competence development

Six ways to make empowerment workSix ways to make empowerment workAbove all, enlarge powerAbove all, enlarge power

Be sure of what you want to doBe sure of what you want to do

Differentiate amongst and between employeesDifferentiate amongst and between employees

Support power sharersSupport power sharers

Build fitting systemsBuild fitting systems

Focus on resultsFocus on results

Source: Russ ForresterSource: Russ Forrester

Seven elements of empowermentSeven elements of empowerment

Free flow of information on organisational Free flow of information on organisational goals and directiongoals and direction

Continuous training and developmentContinuous training and development Management and leadership by all employeesManagement and leadership by all employees Managers as coaches, who empower graduallyManagers as coaches, who empower gradually Employee control of needed resourcesEmployee control of needed resources Clear structures for performance managementClear structures for performance management Continuous positive feedback and Continuous positive feedback and

reinforcement of personal performancereinforcement of personal performance

Source: CaudronSource: Caudron

Seven disempowering leadership Seven disempowering leadership behavioursbehaviours

How I see things is correctHow I see things is correct

Keep separate from those you leadKeep separate from those you lead

Never admit to mistakes or show weaknessNever admit to mistakes or show weakness

Be consistent to the point of rigidityBe consistent to the point of rigidity

Overwork and sacrifice - and expect the sameOverwork and sacrifice - and expect the same

Criticise, manipulate and coerceCriticise, manipulate and coerce

As leader, pursue power over purposeAs leader, pursue power over purpose

Adapted from Nixon 1995Adapted from Nixon 1995

Seven influences on empowermentSeven influences on empowerment

Non/routine nature of workNon/routine nature of work

Task variety/uncertaintyTask variety/uncertainty

Opportunity for creativityOpportunity for creativity

Degree of value added at point of contactDegree of value added at point of contact

Contact time with customer or other partyContact time with customer or other party

Importance of service recoveryImportance of service recovery

Complexity of customer relationshipComplexity of customer relationship

Source: Rafiq and AhmedSource: Rafiq and Ahmed

The building blocks of empowerment: The building blocks of empowerment:

InformationInformation

Authority AlignmentAuthority Alignment

LeadershipLeadership

Accountability AbilityAccountability Ability

Support Support

Source: Margaret ElstadSource: Margaret Elstad

Seven signs of empowerment:Seven signs of empowerment:

The ability of employees to provide informationThe ability of employees to provide informationand make decisionsand make decisionsThe speed of problem resolutionThe speed of problem resolution

An increase in creative new ideas andAn increase in creative new ideas andImprovementsImprovementsStandards are set and maintained by self-disciplineStandards are set and maintained by self-disciplinenot centralised enforcementnot centralised enforcementStaff listen actively to customers showing willingnessStaff listen actively to customers showing willingnessto see their point of viewto see their point of viewGreeting with enthusiasm and a positive attitudeGreeting with enthusiasm and a positive attitude

Evidence of teamwork and a genuine enjoymentEvidence of teamwork and a genuine enjoyment in inmeeting or exceeding the needs of the customermeeting or exceeding the needs of the customer

Source: Cook and MacaulaySource: Cook and Macaulay

Seven customer judgements of Seven customer judgements of empowermentempowerment

Employees providing information and making decisionsEmployees providing information and making decisions

Speed of problem resolutionSpeed of problem resolution

Increase in creative ideas and improvementsIncrease in creative ideas and improvements

Self-setting high standards not managerial enforcementSelf-setting high standards not managerial enforcement

Staff that show willing and enjoy customer contactStaff that show willing and enjoy customer contactEnthusiasm and attentivenessEnthusiasm and attentivenessTeamworking and evidence of colleague supportTeamworking and evidence of colleague support

Adapted from: Cook and MacaulayAdapted from: Cook and Macaulay

Seven steps to empowermentSeven steps to empowerment

Create a vision of empowerment that excites peopleCreate a vision of empowerment that excites peopleDevelop managers in empowering behavioursDevelop managers in empowering behavioursCreate customer-focused roles and job descriptionsCreate customer-focused roles and job descriptionsMonitor the effectiveness of empowermentMonitor the effectiveness of empowermentKeep empowerment alive at every opportunityKeep empowerment alive at every opportunityRecognise contributions to empowerment and rewardRecognise contributions to empowerment and rewardCelebrate the positive results of empowermentCelebrate the positive results of empowerment

Adapted from Fenman 2004Adapted from Fenman 2004

Eight principles of empowermentEight principles of empowerment

Protect the dignity of all employeesProtect the dignity of all employees

Manage perceptions, not just the ‘facts’Manage perceptions, not just the ‘facts’ Use organisational authority to release rather Use organisational authority to release rather

than inhibit human potentialthan inhibit human potential Use consensus decision makingUse consensus decision making Clarify vision, mission, objectives, goals, and job Clarify vision, mission, objectives, goals, and job

descriptionsdescriptions Unshackle the human desire to be of service to Unshackle the human desire to be of service to

othersothers Come from valuesCome from values Provide the feedback requested by employeesProvide the feedback requested by employees

Source: William B HarleySource: William B Harley

How to empower:How to empower:MotivateMotivate

Provide direct and positive feedbackProvide direct and positive feedback

Spend more time with peopleSpend more time with people

Relinquish controlRelinquish control

Encourage decision makingEncourage decision making

Stress innovationStress innovation

Encourage risk takingEncourage risk taking

SupportSupport

Nine factors that inhibit empowermentNine factors that inhibit empowerment

Poor managerial credibilityPoor managerial credibility

Mistrust of managerial motives to empowerMistrust of managerial motives to empower

Middle managers fearful of losing powerMiddle managers fearful of losing power

Historical working patterns that aren’t helpfulHistorical working patterns that aren’t helpful

Traditional bureaucratic hierarchical structureTraditional bureaucratic hierarchical structure

Harsh penalties for innocent or developmental errors Harsh penalties for innocent or developmental errors

Unwillingness to change - preference for the status quoUnwillingness to change - preference for the status quo

Managers and employee’s goals differ significantlyManagers and employee’s goals differ significantly

Emphasis on short term resultsEmphasis on short term resultsAdapted from: Smith and MoulyAdapted from: Smith and Mouly

Nine conditions for empowermentNine conditions for empowerment

Clear understanding of organisational missionClear understanding of organisational mission

Focus energy on the mission and purposeFocus energy on the mission and purpose

Develop and use employee competencyDevelop and use employee competency

Managers as coaches - using real work for learningManagers as coaches - using real work for learning

Value and support all employeesValue and support all employees

Managers who seek opinion and create ownershipManagers who seek opinion and create ownership

Building self-esteem via praise and rewardBuilding self-esteem via praise and reward

Asking more questions, seeking better solutionsAsking more questions, seeking better solutions

No miracles expected overnight - on for the long haulNo miracles expected overnight - on for the long haulAdapted from: Potter 1994Adapted from: Potter 1994

Ten facilitators of empowermentTen facilitators of empowerment

Real, demonstrable commitment by managementReal, demonstrable commitment by management

Few hierarchical layersFew hierarchical layers

Adequate training in teamwork and communication skillsAdequate training in teamwork and communication skills

Clear communication of the empowerment messageClear communication of the empowerment message

Sufficient meaningful personal feedbackSufficient meaningful personal feedback

A culture of openness, encouragement and trustA culture of openness, encouragement and trust

Awareness and interest in the ‘big picture’Awareness and interest in the ‘big picture’

Appropriate, fair rewards, built on individual contributionAppropriate, fair rewards, built on individual contribution

Mistakes are acknowledged and learned from positivelyMistakes are acknowledged and learned from positively

Taking the long term perspectiveTaking the long term perspective Adapted from: Smith and MoulyAdapted from: Smith and Mouly

What What

is the case foris the case for

empowermentempowerment??

What What

are the barriers toare the barriers to

empowermentempowerment??

WhatWhat

can be done to overcome the can be done to overcome the barriers to barriers to

empowerment?empowerment?

““Empowerment then, is not specific Empowerment then, is not specific

managementmanagement practices, but rather characteristics practices, but rather characteristics

reflectingreflecting personal experiences or beliefs about a role personal experiences or beliefs about a role

in the organisation”in the organisation”

Source: Steven Applebaum et alSource: Steven Applebaum et al

“ “Empowerment means releasing Empowerment means releasing

self-motivation of employees self-motivation of employees such that they have the will to such that they have the will to perform and contribute more“perform and contribute more“

Source: Henry Source: Henry

ColemanColeman

Empowerment means “finding new ways Empowerment means “finding new ways to concentrate power in the hands of the to concentrate power in the hands of the people who need it most to get the job people who need it most to get the job done - putting authority, responsibility, done - putting authority, responsibility,

resources and rights at the most resources and rights at the most appropriate level for each task“appropriate level for each task“

Source: Clutterbuck and Source: Clutterbuck and

KernaghanKernaghan

“ “An empowered organisation is one An empowered organisation is one

where employees are given the where employees are given the authority and responsibility for serving authority and responsibility for serving the customer speedily and efficiency“the customer speedily and efficiency“

Source: Cook and Source: Cook and

MacaulayMacaulay

“ “Many organisations promote ideas that Many organisations promote ideas that ‘our people are our most important asset’ ‘our people are our most important asset’ and so on and then consistently fail to live and so on and then consistently fail to live

by such values on a daily basis“by such values on a daily basis“

““Demotivated people do not feel any Demotivated people do not feel any ownership of their jobs. They simply see ownership of their jobs. They simply see themselves as having to do as they are themselves as having to do as they are told. They feel that there is little point in told. They feel that there is little point in doing more than the minimum to get by”doing more than the minimum to get by”

Source: John PotterSource: John Potter

“ “Empowerment is the release of the full Empowerment is the release of the full potential of every individual”potential of every individual”

Source: Max HandSource: Max Hand

“ “If managers make all the decisions, If managers make all the decisions, employees are not to blame when things employees are not to blame when things go wrong; in addition, more active go wrong; in addition, more active participation can mean bigger workloads”participation can mean bigger workloads”

Source: Pamela JohnsonSource: Pamela Johnson

““Experience shows that employees need Experience shows that employees need guidance and training to help them take guidance and training to help them take on new levels of responsibility”on new levels of responsibility”

Source: Sarah CookSource: Sarah Cook

““Empowerment is a slow process by which Empowerment is a slow process by which

both parties develop their way of both parties develop their way of thinking and behaving so that the thinking and behaving so that the

balance and relationship between the balance and relationship between the powerful and the powerless shifts, to powerful and the powerless shifts, to

their mutual benefit“their mutual benefit“

Source: John NichollsSource: John Nicholls

““Empowerment is the delegation ofEmpowerment is the delegation of

power which enables people at lowerpower which enables people at lowerorganisational layers to make decisions”organisational layers to make decisions”

““Empowerment is concerned with trust, motivation, Empowerment is concerned with trust, motivation, decision making and basically, breaking the inner decision making and basically, breaking the inner barriers between management and employees as barriers between management and employees as

‘them versus us’ “‘them versus us’ “

Source: Yehuda BaruchSource: Yehuda Baruch